The new- age HR leadership is not only expected to manage human resources but also become business partners and play a crucial role in the organization’s growth. They need to have an exceptional combination of conceptual thinking and execution to develop the required level of capability. A capability matrix with these two parameters, can help in classifying four types of human resources leaders.
1. Runners
While low on conceptual thinking, ‘runners’ are high on their ability to execute. With a defined plan, they can manage the available resources and the organizational constraints to align the team and various stakeholders. They are mostly an asset to the organization but also have a tendency of getting stuck in routine as they fail to come up with new HR strategies themselves. They are more focused on the functional goals set by the leadership and not necessarily on the overall organizational outcomes. While they have excellent manpower management skills, they emphasize more on efficiency and control than encouraging innovation in team members.
They must be encouraged to attend external forums to understand how good HR initiatives can support the needs of the organization. Runners must be promoted to leadership positions carefully as the organization might lose a good HR manager who executed well and end up having a leader without a vision.
2. Blockers
They are low on conceptual thinking as well as execution as their focus is usually inwards. They have a poor understanding of organizational dynamics and put compliance before innovation. They are weak team leaders who demotivates the team by talking more about risks and challenges than opportunities.
3. Dreamers
While low on execution, they are high on conceptual thinking. ‘Dreamers’ are in touch with current trends and are vocal about their ideas. However, they are unable to build a business case for the adoption of new HR initiatives and cannot connect their ideas with the existing issues at the workplace.
They tend to get disillusioned in a couple of years when only a few of their ideas are implemented. They are respected as a leader but not seen as someone who can get the work done. Hence, over a period of time, the sense of disillusionment extends to their team as well. They need to build on their influence and ability to implement and when not supported by a team that can execute, the leader may be seen as someone who only talks without any actions.
4. Transformers
They are high on conceptual thinking as well as execution. ‘Transformers’ have the ability to create a business case for new initiatives and get the buy-in from the team as well as different stakeholders. They bring relevant changes in the organization by creating healthy partnerships with their teams and other stakeholders by taking their suggestions and incorporating their ideas. They have a long- term plan for the HR function and always have the organizational goals in mind.
Transformers have all the HR skills and competencies and should be given appropriate level of responsibilities to keep them motivated and leverage on their expertise.
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Maximum impact can be created by HR leaders only when their thinking and execution skills are in tune. Effective mentoring in the early years can help HR professionals develop both and move into leadership roles organically. Organizational leaders must be aware of these four types of human resources professionals and choose their HR leaders wisely with substantial evidence of both the qualities and then support them in their initiatives to make the HR function a valuable asset to the organization.
References:
- The different breeds of HR Leaders- Dr. Sandeep K. Krishnan, 06 September, 2019
- What Separates Great HR Leaders from the Rest- Jack Zenger, Joseph Folkman, 17 August, 2017
